The document outlines the role of the Volunteers for Economic Growth Alliance (VEGA) in promoting sustainable tourism development to combat poverty and enhance economic growth in developing countries. It emphasizes the importance of stakeholder collaboration and the value chain approach in tourism to ensure positive, long-term impacts on local communities. Through various programs and initiatives, VEGA focuses on empowering local economies, creating jobs, and integrating tourism with broader economic development objectives.

1. Tourism
Development
Achieving Sustainable & Competitive Results

2. About Volunteers for Economic Growth Alliance (VEGA)
VEGA is the world’s largest consortium of economic growth volunteer organizations with decades of experience
leading international efforts to combat poverty and promote sustainable economic growth. Having worked in 140
developing and transitional countries, VEGA’s seventeen member organizations provide broad representation of the
international development community along the entire spectrum of economic growth programs.
VEGA builds the capacity of emerging markets through bracing and celebrating traditional ways of life and local
the provision of long- and short-term technical assis- culture.
tance, with an emphasis on innovation, entrepreneur- The VEGA consortium includes organizations that fo-
ship, and resource mobilization. VEGA is unique in that cus directly on tourism development as well as those
it leverages senior and mid-level professional volunteers contributing essential experience across the entire
as well as paid experts, thereby stretching the impact tourism value chain in a truly systemic manner. VEGA
of scarce donor resources. VEGA is exceptionally well- regularly engages in partnerships with the public and
suited to carry out broad economic growth programs private sector, and has experience in:
ranging from Enterprise Development, Financial Ser-
• Workforce Development
vices, Economic Governance, Agriculture, Environment
• Country Level Tourism Strategy Development and
& Energy, Tourism, and Trade & Investment.
Policy Reform
As one of VEGA’s core areas of expertise, tourism de- • Destination Management Organization Development
velopment is particularly well-suited for delivering last- • Biodiversity/Environmental Conservation
ing development impact. Currently one of the fastest • Cultural Preservation
growing economic sectors worldwide, tourism has • Higher Education Curriculum Development
become a focus of many developing and transitional • ICT including Mapping Software, Virtual Maps, and
countries in their desire to create jobs, generate foreign Geo-Mapping
exchange receipts and spur faster economic growth. • SME Development
Without expert guidance, however, potential positive • Entrepreneurial Training & Skill Enhancement
impacts from tourism development can fail to bear fruit • Training on Destination Governance, Event Manage-
or result in negative social, environmental, and eco- ment, and Tour Route Development & Guiding
nomic consequences. • Export Promotion & Market Linkages
The VEGA approach to tourism development creates • Diaspora Linkages
an environment that provides recurring benefits to local
economies long after program completion. Approach-
ing a project both systemically as well as cross-sec-
torally to engage and involve all stakeholders, tourism
development is used as a vehicle for change to come
from within, championed by local stakeholders, em-
2

3. The story of…
Johnson Bassey Ebeden begins in Cross River State, a province
of Nigeria with a vibrant and inviting metropolitan city surrounded
by green country side and long stretches of beaches. As a Cater-
pillar operator for the Reynolds Construction Company, Johnson
had a bright future ahead of him, having completed his second-
ary education and being happily married. However, at the age of
21, Johnson lost his arm in a tractor accident that left him with-
out work and compensation. After the accident, Johnson and his
family had to return to his native village of Ofumbongha to seek
alternative sources of income. His wife Gladys started working as
a tailor, opening her own shop, and Johnson continued subsis-
tence farming to support his wife and children. Now 44, Johnson
has struggled to make ends meet for many years. His dream was 
to see his children complete secondary education, but how was
he going to support his family and pay for the fees and materials?
Continued on Page 12
Key Take-aways
This story is a great example of how
tourism development programs can
benefit small business owners and
can empower stakeholders in the
local community through the creation
of a Destination Management
Organization. See how the TEMPO
Nigeria program, implemented
by CDC Development Solutions,
impacted Johnson’s family and the
entire region in the continuation of
the story on Page 12 and 13.
3

4. Why Tourism Development?
Tourism development taps into a growing global market and reaches the most vulnerable communities and people
in developing and transitional countries.
Globalization, rising incomes, access to information, and improved infrastructure have all contributed to the dy-
namic growth of tourism worldwide. Astonishingly, the Travel and Tourism sector now accounts for an estimated
9.2 percent of global GDP, 4.8 percent of world exports, and 9.2 percent of world investment from direct and
indirect activities combined.1 During the last 60 years, international arrivals have been growing at a rate of 6.2%
annually, generating US$ 919 billion in 2010. International arrivals are projected to reach nearly 1.6 billion by the
year 2020 and despite the worldwide recession, tour-
ism grew five percent in the first half of 2011.2
Growth in the direct contribution of Travel & Tourism to
In contrast to other sectors the travel and tourism employment and GDP, 2000-2010
industry can reach the countries, communities, and
80%
people in those communities that are in greatest need.
In 2010, emerging economies (as defined by the In- 60%
ternational Monetary Fund) received approximately a
40%
third of all international tourism receipts and almost
half of all tourist arrivals. Growth in the direct contribu- 20%
tion of the Travel & Tourism sector to employment and
0%
GDP in Latin America, Middle East, Africa, and Asia is
also much higher than in Europe and North America.3 -20%
Europe North Latin Middle Africa Asia World
America America East
■ Direct T&T Employment
1 The World Travel & Tourism Council ■ Direct T&T GDP Source: Oxford Economics/WTTC
2 UNWTO
3 Oxford Economics/WTTC
4

5. Tourism is a principal export in over 80% of developing countries and the main export of a third of those countries.
Tourism also contributes 6-7% of jobs and at least 10% of Gross Domestic Product in less diversified economies.
In many smaller countries, tourism can even account for as much as 25% of GDP.4
A key benefit of tourism is its ability to reach the poorest individuals in a society, while preserving the environment
and culture of their communities. Tourism development, done in a sustainable manner, can keep profits in the com-
munities and is therefore a great force for creating employment opportunities.
The jobs that are created in the tourism sector are often tailored to the skills of women and youth, empowering
them to take an active role in the development of their
World: Inbound Tourism International
community. In addition, tourism development can
Recipts in Billions of Dollars
have a powerful impact on biodiversity/environmen-
Arrivals in millions
tal conservation; education; workforce development; 1000
and local, regional and national policy reform.
900
Further, due to tourism’s interrelationship with other
sectors, positive impacts can reach stakeholders 800
through improvements to: transport infrastructure,
public utilities, health, safety/security, agriculture, in- 700
formation technology infrastructure, and service/prod-
600
uct accreditation and standards.
500
400
1995 2000 2005 2010
Source: UNWTO Annual Report 2010
4 UNWTO
5

6. Tourism as a System
The stakeholder network that may already exist at a tourist desti-
nation is the basis for establishing a successful sustainable tour- A tourist destination is a geographic
ism system. Local stakeholders, across all sectors, must come area - a village, town, city, or
country – with significant revenues
together and collaborate to satisfy the needs and expectations of
accruing from tourism activities. The
national and international tourists. It is therefore essential to sup- destination’s success in competing
port these local stakeholders, identifying the innovative thinkers with other tourism destinations
and effective implementers. Without these champions and local globally is tied to the collaboration of
community support, projects often fail to meet the needs of the its stakeholders.
very stakeholders they seek to empower. For these reasons, it is
important to engage stakeholders in the early stages of develop-
ment. Successful tourism destinations efficiently bring together the multiple sectors that exist within a destination.
Government Tourist Union
Security / Hotels & Resorts
Safety
Transport
Trails Investors Utilities /
Public at
Infrastructure
Large
Media
Rangers
Suppliers
Employees
(Food & Liquor)
Friends of Parks Tourism Stakeholders Guides
Education Tour Operators
(Public & Training)
Churches Concessions
Restaurants Outfitters
Farms Small / Medium
Attractions Enterprises
(Vendors / Crafts)
Cultural
Resources NGO’s
Customers (Environmental
(Visitors & Local) Culture, Nature)
Tourism Stakeholders (Gutierrez et al., 2005)
6

7. Value Chain ACDI/VOCA’s Nature-oriented Tourism
Assessment in Ecuador applied the
The most effective tool in assessing a destination and devel-
Value Chain Approach, which examines
oping and implementing a tourism development program is
opportunities and constraints facing key
the value chain approach. Looking at a destination holistically businesses in an industry, and the critical
allows developers to create linkages between each part of a factors affecting their competitiveness.
destination. The value chain takes into account all of the dif- For more information:
ferent stakeholders and establishes a working network. Value http://tinyurl.com/6stfw7j
chains in tourism encourage positive and cohesive collabora-
tion among stakeholders as they fuse multiple parts of the system and each part increases the apparent value
of its counterparts. At the end of the value chain is the tourist experience, requiring tourism development to offer
Tourism Value Chain
market-based solutions that are sustainable in the global environment.
Domestic,
Regional,
International
Tourists
Global Enabling
Environment
Travel Facilitators
• Travel Agents
•Tour Operators
• Transportation
me ing
on nabl
nt
En nal E
Internet / Marketing / Information
vir
tio
Primary Tourism Businesses
Na
• Hotel Sector
na y /
• Food Service
n
• Tour Guides
sti nit
tio
• Attractions
De mu
• Entertainment
m
• Vendors
Co
Business Enabling Environment Support Services
• Infrastructure • Utilities
• Governance / Policy • Financial / Insurance
• Private Sector • Education
• DMO’s • Safety / Security
•Associations • Health
Suppliers
• Agriculture / Horticulture
• Livestock / Fisheries
• Materials / Suppliers
• Artisans
• Construction
Tourist
Experience
Developed by Volunteers for Economic Growth Alliance (VEGA)
7

8. Stakeholder Dialogue & Destination Management Organizations
Effective tourism systems, inclusive of all stakeholder groups,
DMOs are organizations that are
necessitate a culture of continued dialogue and collaboration.
responsible for the branding,
Especially in the early stages of development, cross-sector com- marketing, sales, organization,
munication must be encouraged. When approaching a destina- conversation, and planning for the
tion holistically, stakeholders often begin to see the effects that future of a destination The main goal
each individual has on the other and the entire system. This is of a DMO is to foster communication
particularly important for stakeholders to realize early on in the
between stakeholders and promote
a positive image for the destination
development process, as cooperation among all stakeholders
overall. DMOs can act as a focal
leads to greater understanding that the destination itself is in point or as a supporting member of a
competition with all other destinations throughout the world. tourism system.
This early stage insight is important when assisting the tourism
cluster in establishing a Destination Management Organization (DMO).
Public-Private Alliances
In an effort to align stakeholder interest and ensure sustainability of a
PPAs in the spotlight: In 2010, DMO or other tourism development initiatives, the public and private
SAVE member Counterpart sectors must both be engaged throughout the tourism program devel-
International facilitated several
opment process. Facilitating these Public Private Alliances (PPAs) is es-
PPAs in Guatemala resulting in
2,595 jobs created, and generating sential to program sustainability and to meaningful impacts across a
over $11million USD in sales by market-based tourism system. Due to international stakeholder interest,
working with over 950 SMEs. For the tourism sector is a development area where PPAs have flourished.
more information: Collaboration with the private sector results in accelerated program im-
http://tinyurl.com/7j59zth plementation, expanded impacts, sustainability of initiatives, and an un-
biased market that fosters competition and competitive service prices.
Partnering with the public and private sectors also ensures that
potential negative consequences for expanded tourism activi- Triple-Bottom-Line in the Spotlight:
ties are curtailed. Keeping the triple bottom line as the basis In 2004, SAVE member National
for the development of a tourism destination ensures equitable Geographic developed the tourism
sector in Honduras with the idea to
economic benefits (reaching the most vulnerable), sustainable
not only protect the environment and
environmental practices, and the conservation of local social/ culture but to enhance it while creating
cultural practices. sustainable economic opportunities.
For more information:
http://tinyurl.com/7yb2q5k
8 8

9. The VEGA Difference
VEGA offers the cross-sectoral experience
necessary for successful tourism devel- “The experiences of USAID and other development
opment programs. While some of VEGA’s assistance agencies indicate that sustainable tourism
does not simply happen. It requires an overall strategy
members focus on tourism development,
and detailed planning.”
other members contribute essential experi-
—USAID and Sustainable Tourism:
ence in agriculture, trade, youth & workforce Meeting Development Objectives, 2005
development, micro-finance, economic pol-
icy, land reform, bio-diversity and environ-
mental conservation, gender, volunteerism, links with diaspora, and ICT, to name just a few. Using the value chain
approach, VEGA focuses on market–based solutions and facilitating PPAs and DMOs -- thus impacting the entire
system in a sustainable manner. The triple bottom line ensures that potential negative consequences are limited
and that economic benefits stay in the communities that provide tourism services. This engagement helps in the
creation of small to medium-sized enterprises (SMEs), the actual front line work force of tourism.
The ideal outcome for a VEGA project is one in which VEGA and its partners never have to return. Facilitating the
creation of a self-sustaining environment powered by stakeholders is the only way in which VEGA fully achieves
its goals. VEGA’s emphasis on supporting local institutions that take the lead in developing their tourism market is
essential if the initiative is to be sustainable.
9

10. VEGA Program Highlights
DMO Creation & Curriculum Development
2008 Dominican Republic Sustainable Tourism Alliance (DSTA)
Implementer: SAVE member George Washington University (GWU)
The SAVE Alliance is a non-profit “network of networks” that facilitates linkages between potential or developing
tourism destinations and attractions, and the appropriate markets. In the Dominican Republic, SAVE strength-
ened the existing tourism clusters, assisting them in establishing their own Destination Management Organization,
and helped establish linkages between local service providers and international markets. Tourism clusters were
supported in developing marketing strategies and improving business networks, resulting in the creation of the
DSTA. Self-sustaining, the organization improved local tourism products and services and was also responsible
for strengthening municipal environmental management capabilities and improving the protection of land manage-
ment areas set forth in the complementary Parks-in-Peril Program. In addition, GWU assisted local universities in
developing higher education curriculum programs in hospitality services and tourism management.
Workforce Development
USAID-Jordan Tourism Development Program, 2009
Implementer: Aid to Artisans (ATA)
ATA is a recognized leader in economic development for the craft sector. By linking artisans to new markets and
buyers to culturally meaningful and innovative products, ATA provides needed economic opportunities for artisans
to build profitable craft businesses. In Jordan, ATA developed local tourism workforce capacity by conducting
marketing training focusing on the tourist and eco markets. The program provided training in the class room as
well as onsite consulting with artisans and retailers in their workshops and retail stores. While the overall goal of
the training was to teach Jordanians in the handicraft sector specific techniques and tips on how to increase their
sales, they also learned about the size and scope of the market, consumer and product trends, how to design for
a target market and how to cost and price their products.
Bio-Diversity Conservation
Conserving Biodiversity of the Monte Cristi National Park (MCNP) in the Dominican Republic,
2005-2008
Implementer: SAVE member Counterpart International
The goal of the project was to design and implement integrated sustainable agriculture, fisheries and other commu-
nity-based, market-driven activities that conserve, protect and increase the abundance and diversity of key species
within the Park. Over three years of project implementation, 1,057 resource users of the MCNP were recruited,
organized and trained in sustainable management practices across agriculture, fisheries and tourism systems. The
program designed and implemented educational and outreach activities to strengthen community-based fishing
and farmer institutions, creating or strengthening sixteen water user groups and five fishing associations. In parallel
and in collaboration with local rice farmers and artisanal fishermen, the program devised and employed innovative
food system practices that improved the environmental soundness of artisanal fishing and rice production systems
within and immediately adjacent to the Park.
10

11. Marketing & National Policy Reform
Zambia Market Access Trade and Enabling Policies Project (MATEP), 2005-2010
Implementer: International Executive Service Corps
IESC’s work in tourism includes creating market-savvy strategies from the national to the local level, introducing
best-practice management techniques, improving tourism facilities at all levels and marketing enhanced tourism
offerings via traditional and electronic channels. In Zambia, IESC improved the country’s export capacity and rev-
enues by developing cultural and community tourism offerings beyond the famous Victoria Falls. IESC worked with
key stakeholders, including private tourism agents, government ministries and organizations, NGOs, and foreign
missions to coordinate the use of tourism assets available to the industry. Besides SME capacity building, creat-
ing market linkages, and association strengthening, MATEP focused on researching the impacts of government
initiatives and establishing lobbying practices for beneficial policy changes. IESC’s emphasis on destination mar-
keting for the country as a whole fostered synergistic collaboration among the subsectors of the tourism industry,
and allowed them to access new and larger markets by building a stronger national image for Zambia as a tourist
destination.
Investment Promotion & ICT
The Souss Massa Drâa Regional Council Program, 2010
Implementer: CDC Development Solutions
CDC Development Solutions has created three specialized approaches to harness the power of the tourism sector
as a driver of economic development. Their methodology and suite of services include the Tourism Employment &
Opportunity (TEMPO) Model, the Tourism Products Registry (TPR) and the Tourism Development Corps. A descrip-
tion of CDS’ TEMPO program in Nigeria can be found in the following section. In Morocco, CDS partnered with
IBM’s Corporate Service Corps and The Regional Council of Souss Massa Drâa to increase tourism to the region
and spur investment into the sector. The team assisted the Regional Council’s effort to create a network of tourism
projects in order to provide an online database for potential tourists and agencies. CDS also provided recommen-
dations for online promotional tools and improvements to the Regional Council’s website for how the website can
double as a promotional tool for its Souss Massa Draa Investment Fund.
Economic Growth & Job Creation
Haiti Market Enhancement Program (MarChE), 2007-2010
Implementer: CNFA, Aid to Artisans, International Executive Service Corps (IESC)
Implemented in collaboration with Aid to Artisans (ATA) and IESC, CNFA’s program in Haiti helped stimulate the de-
velopment of competitive interrelated market chains in the agribusiness, handicrafts and tourism sectors. MarChE
increased incomes and wage employment, increased trade and investment, sustainable livelihood options and
better management of natural resources. In strengthening these critical market chains, MarChE provided busi-
ness development and finance and investment services, working with and through a comprehensive network of
local commercial and institutional partners. Supporting the Ministry of Tourism’s national strategy, the program
conducted training in Hygiene and HACCP, Service and Hospitality, and developed two training manuals localized
for use in Haiti for the local trainers in Food Sanitation, Safety and Security and for Customer Service Assurance of
Quality Administration in the Hospitality Industry. MarCHe also enhanced financial and investment services, catalyz-
ing investment through grants, engaging commercial lenders to identify opportunities for value chain financing, and
linking SMEs to financial institutions and services.
11

12. Johnson Bassey Ebeden today… Continued from Page 3
Johnson Ebeden continued to struggle to make ends meet until 2009 when he became aware of the increased de-
mand for culinary snails. In 2009, CDC Development Solutions also began the Tourism Employment Opportunities
(TEMPO) Nigeria project to alleviate poverty by creating jobs and stimulating economic growth. A value chain analy-
sis was conducted and an audit of 480 tourism assets of the destination was completed. To involve stakeholders
throughout the entire tourism system, a public-private-managed DMO, Cross River Quality (CRQ), was established
to link government, SMEs, and the tourism stakeholders. As a result of CDC’s work with CRQ, tourism increased to
the region as did occupancy rates at the Marina Resort, the largest hotel in Calabar, the capital city of Cross River
State. The Marina Resort sought to draw more heavily on local
suppliers, like the Obubra Snail Farmers Association, to which I have been involved with several
Johnson contributes 50% of the monthly order for the Marina projects over the years, but this is what
has finally given me financial freedom…
Resort. Johnson was able to increase his overall production 5.5
my snails are really valued by my
times, which had significant impact on his business and his life. association when we supply to Calabar.
All three of Johnson’s children will complete secondary school
—Johnson Bassey Ebeden
on schedule and his wife Gladys was able to return to Ebonyi
State University to complete her education. Johnson and his
family have now been given the financial freedom that he has always sought, to pursue the life that he has always
desired.
12

13. Key Take-aways
1. How can tourism development benefit a small business owner like
Johnson?
Tourists may never come into contact with those that grow and
harvest the food that ends up on their plate, but the increased value
to the producer, hotel/restaurant, and the tourism experience from a
locally generated product is evident. On other occasions tourists may
actually have engaging experiences with farmers, showing tourists the
traditional ways of farming in the local environment with local resources.
2. How can Johnson be empowered to contribute to tourism development
in Cross-River State?
Tourism development programs need local stakeholder support for
successful program implementation and to ensure sustainability of
activities. It is therefore important to give stakeholders in the tourism
value chain the opportunity to participate; to feel that they have a voice
in the process. This is often referred to as ‘community buy-in’ and is
fundamental to the process. A Destination Management Organization
(DMO) is run by the tourism stakeholders of the tourist destination and
gives voice to all its participants.
3. How is sustainable tourism more effective for poverty alleviation versus
traditional mass tourism?
Sustainable tourism is focused on local communities. To prevent major
leakages to foreign businesses, locals are empowered and given the
opportunity to not only control the policy decisions of their area, but
also to collaborate to protect their environmental and cultural heritage.
4. How is the tourism value chain unique?
Tourism receipts are considered an export that is consumed at the point
of production; the actual service/product is the tourist’s experience.
The tourist experience is affected by all of the items in the tourism
value chain, starting from pre-trip internet research, to the hotel, the
tour guide, transportation, customs officials, locally harvested and
traditionally prepared foods, to name just a few. This necessitates a
systemic approach to program development.
5. What are the necessary criteria for establishing an effective enabling
environment for tourism development?
The tourism value chain is affected by its enabling environment.
To effectively allow a tourism destination to flourish, it is necessary
to promote the following: transport infrastructure, public utilities,
information technology and telecommunication infrastructure, safety/
security, medical services, hotel accreditation & standards, and country
image & marketing strategy.
13

14. VEGA Core Expertise Enterprise
Development
Financial
Services
Economic Governance Volunteerism Sectors Cross-Cutting Themes Geographic Focus
Public Sector & Business Enabling Environment
Micro, Small, Medium Enterprise Development
Capital Markets & Private Sector Development
Association/Cooperative Development
Empowerment & Civic Engagement
Skills-based Professional Advisors
Innovation & Technology Transfer
Latin America and the Caribbean
Public-Private Alliances (PPAs)
North Africa and Middle East
Investment & Impact Capital
Commercial/Legal Reform
Value-chain Development
Diaspora Engagement
Environment & Energy
Sub-Saharan Africa
Trade & Investment
Youth & Workforce
Global Citizenship
Financial Services
Europe & Eurasia
Entrepreneurship
Micro-Finance
Policy Reform
Agri-business
Post-Conflict
Privatization
Agriculture
Tourism
Gender
Asia
ACDI/VOCA ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Aid to Artisans (ATA) ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
CDC Development Solutions (CDS) ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
CNFA ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Financial Services Volunteer Corps (FSVC) ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Florida Association for Volunteer Action in the
˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Caribbean and the Americas, Inc. (FAVACA)
Institute for International Education ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
International City/County Management
˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Association (ICMA)
International Executive Service Corps ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
International Real Property Foundation (IRPF) ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
International Senior Lawyers Project (ISLP) ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Land O’Lakes International Development ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
NCBA-CLUSA International ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Opportunities Industrialization Centers
˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
International (OICI)
Partners of the Americas ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
SAVE Travel Alliance ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
Winrock International ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜ ˜
˜ Has experience in tourism in this area
˜ Has the experience and ability to provide service in this area
14

15. VEGA Member Experience
VEGA offers tourism experience directly through the SAVE Travel Alliance (composed of George Washington Uni-
versity, Counterpart International, and National Geographic), the International Executive Service Corps, CDC Devel-
opment Solutions, and Aid to Artisans, and provides services along the entire value chain through its 17 member
Alliance in a truly systemic manner. The experience offered through this alliance is unique within the tourism devel-
opment community and offers a comprehensive solution to tourism development problems.
Click on each Alliance member’s logo for access to information on their websites.
15

16. Authors: Lorenz Wild, Daniel LaPierre
Editors: Don Hawkins, Kristin Lamoureux, Jailan Adly
Design: The Lindberg Group
Photography: Lorenz Wild, Daniel LaPierre, CDC Development Solutions
Publishing Date: December 2011
www.vegaalliance.org • e-mail: info@vegaalliance.org • tel: 202-223-7012 • fax: 202-223-7240
1726 M Street NW • Suite 800 • Washington, DC 20036
CFC# 56066